Question 1

The extent to which firms are meeting objectives (good performance)suggests they:

Accepted Answer

A)  are likely to prosper in the future. 
B)  are likely to continue their present strategy with only minor fine-tuning. 
C)  are virtually certain to make fresh strategic moves. 
D)  recognize "status quo" as the best course of action to adopt. 
E)  realize refocusing will ensure competitive gains. 
A)  are likely to prosper in the future. 
B)  are likely to continue their present strategy with only minor fine-tuning. 
C)  are virtually certain to make fresh strategic moves. 
D)  recognize "status quo" as the best course of action to adopt. 
E)  realize refocusing will ensure competitive gains. B

Question 2

Thinking strategically about the industry and competitive environment involves in-depth analysis and evaluation of such consideration as:

Accepted Answer

A)  the strength of the equilibrium forces driving change in the environment. 
B)  the identification of the dominant financial risk components of the industry in which the company operates. 
C)  the market positions of industry rivals and their relative strength,and the competitive forces rivals are facing and what impact they will have on competitive intensity and industry profitability. 
D)  the critical factors influencing past competitive success in the industry. 
E)  All of these. 
A)  the strength of the equilibrium forces driving change in the environment. 
B)  the identification of the dominant financial risk components of the industry in which the company operates. 
C)  the market positions of industry rivals and their relative strength,and the competitive forces rivals are facing and what impact they will have on competitive intensity and industry profitability. 
D)  the critical factors influencing past competitive success in the industry. 
E)  All of these. C

Question 3

When evaluating whether an industry's environment presents a company with an above-average profitability and an attractive business opportunity,it primarily involves:

Accepted Answer

A)  determining the industry outlook for future profitability. 
B)  determining which firms in the industry have a competitive advantage and how they got their advantage. 
C)  determining the overall strength of the five competitive forces. 
D)  constructing a strategic group map and assessing the attractiveness of the competitive position of each strategic group to determine the overall attractiveness of all the strategic groups. 
E)  using value chain analysis to determine the relative cost positions of rival firms and to learn who the industry's low-cost producer is. 
A)  determining the industry outlook for future profitability. 
B)  determining which firms in the industry have a competitive advantage and how they got their advantage. 
C)  determining the overall strength of the five competitive forces. 
D)  constructing a strategic group map and assessing the attractiveness of the competitive position of each strategic group to determine the overall attractiveness of all the strategic groups. 
E)  using value chain analysis to determine the relative cost positions of rival firms and to learn who the industry's low-cost producer is. A

Question 4

Strategic group mapping is a visual technique for displaying:

Accepted Answer

A)  how many rivals are pursuing each type of strategy. 
B)  which companies have the biggest market share and who the industry leader really is. 
C)  the different market or competitive positions that rival firms occupy in an industry and for identifying each rival's closest competitors. 
D)  which companies have the highest degrees of brand loyalty. 
E)  which companies have failing business models. 
A)  how many rivals are pursuing each type of strategy. 
B)  which companies have the biggest market share and who the industry leader really is. 
C)  the different market or competitive positions that rival firms occupy in an industry and for identifying each rival's closest competitors. 
D)  which companies have the highest degrees of brand loyalty. 
E)  which companies have failing business models.

Question 5

A rival's strategic moves and countermoves are both:

Accepted Answer

A)  indicators and a strategic sign for the visualization of strategic mapping techniques. 
B)  enabled and constrained by the set of capabilities they have at hand and thus serve as a strong signal of future strategic actions. 
C)  measured by the extent to which they can unveil strategic and financial objectives. 
D)  responses to the broader definition of the industry opportunities. 
E)  All of these. 
A)  indicators and a strategic sign for the visualization of strategic mapping techniques. 
B)  enabled and constrained by the set of capabilities they have at hand and thus serve as a strong signal of future strategic actions. 
C)  measured by the extent to which they can unveil strategic and financial objectives. 
D)  responses to the broader definition of the industry opportunities. 
E)  All of these.

Question 6

The bargaining leverage of suppliers is greater when:

Accepted Answer

A)  there suppliers products/services account for a small percentage of industry members' costs. 
B)  industry members incur low costs in switching their purchases from one supplier to another. 
C)  industry members account for a big fraction of supplier's sales. 
D)  there is extensive seller-supplier collaboration. 
E)  the supplier industry is composed of a large number of relatively small suppliers. 
A)  there suppliers products/services account for a small percentage of industry members' costs. 
B)  industry members incur low costs in switching their purchases from one supplier to another. 
C)  industry members account for a big fraction of supplier's sales. 
D)  there is extensive seller-supplier collaboration. 
E)  the supplier industry is composed of a large number of relatively small suppliers.

Question 7

Typically,the weakest of the five competitive forces in an industry is/are:

Accepted Answer

A)  the threat posed by potential new entrants. 
B)  the bargaining power and leverage that suppliers are able to exercise. 
C)  the competitive pressures that stem from the ready availability of attractively priced substitute products. 
D)  the bargaining power and leverage that buyers are able to exercise. 
E)  None of these is typically the weakest. 
A)  the threat posed by potential new entrants. 
B)  the bargaining power and leverage that suppliers are able to exercise. 
C)  the competitive pressures that stem from the ready availability of attractively priced substitute products. 
D)  the bargaining power and leverage that buyers are able to exercise. 
E)  None of these is typically the weakest.

Question 8

Information regarding the four components of the framework for Competitor Analysis can NOT:

Accepted Answer

A)  be gleaned from company press releases. 
B)  gathered from rivals internal proprietary strategic information. 
C)  assembled from website data (especially management reports and presentations given to financial analysts). 
D)  observed from public information (especially annual reports and 10K financial reports). 
E)  garnered from competitive intelligent departments assigned the task to monitor rivals. 
A)  be gleaned from company press releases. 
B)  gathered from rivals internal proprietary strategic information. 
C)  assembled from website data (especially management reports and presentations given to financial analysts). 
D)  observed from public information (especially annual reports and 10K financial reports). 
E)  garnered from competitive intelligent departments assigned the task to monitor rivals.

Question 9

The competitive pressures on companies within an industry comes from those:

Accepted Answer

A)  associated with the market maneuvering and jockeying for buyer patronage that goes on among rival firms in the industry. 
B)  companies in other industries attempting to win buyers over to their substitute products. 
C)  associated with the threat of new entrants into the marketplace. 
D)  associated with the bargaining power of suppliers and customers. 
E)  All of these. 
A)  associated with the market maneuvering and jockeying for buyer patronage that goes on among rival firms in the industry. 
B)  companies in other industries attempting to win buyers over to their substitute products. 
C)  associated with the threat of new entrants into the marketplace. 
D)  associated with the bargaining power of suppliers and customers. 
E)  All of these.

Question 10

Which of the following is NOT a question asked to deduce a marketing-related key success factor?

Accepted Answer

A)  What are the industry product R&D capabilities and expertise in product design? 
B)  What basis do buyers choose between the competing brands of sellers? 
C)  What product attributes and service characteristics are crucial? 
D)  What resources must a company have to be competitive? 
E)  What shortcomings are almost certain to put a company at a significant disadvantage? 
A)  What are the industry product R&D capabilities and expertise in product design? 
B)  What basis do buyers choose between the competing brands of sellers? 
C)  What product attributes and service characteristics are crucial? 
D)  What resources must a company have to be competitive? 
E)  What shortcomings are almost certain to put a company at a significant disadvantage?

Question 11

Which one of the following is part of a company's macro-environment?

Accepted Answer

A)  Conditions outside the market. 
B)  European culture,values,and lifestyles. 
C)  The pace of technological change factors and legal and regulatory conditions. 
D)  The industry and competitive environment arena outside the company's operating territory. 
E)  The company's resource strengths,resource weaknesses,and competitive capabilities. 
A)  Conditions outside the market. 
B)  European culture,values,and lifestyles. 
C)  The pace of technological change factors and legal and regulatory conditions. 
D)  The industry and competitive environment arena outside the company's operating territory. 
E)  The company's resource strengths,resource weaknesses,and competitive capabilities.

Question 12

What are the five competitive forces that comprise the five forces model of competition?

Accepted Answer

The answer of What are the five competitive forces that...

Question 13

Which one of the following is NOT a common type of driving force?

Accepted Answer

A)  Reductions in uncertainty and business risk 
B)  Changing societal concerns,attitudes,and lifestyles 
C)  Diffusion of technical know-how across companies and countries 
D)  Increasing efforts to collaborate closely with suppliers 
E)  Advances in technology and manufacturing process innovation 
A)  Reductions in uncertainty and business risk 
B)  Changing societal concerns,attitudes,and lifestyles 
C)  Diffusion of technical know-how across companies and countries 
D)  Increasing efforts to collaborate closely with suppliers 
E)  Advances in technology and manufacturing process innovation

Question 14

Whether buyer-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of:

Accepted Answer

A)  the speed with which general economic conditions and interest rates are changing. 
B)  the extent to which buyers can exercise enough bargaining power to influence the conditions of sale in their favor and whether strategic partnerships between certain industry members can adversely affect other industry members. 
C)  how many buyers purchase all of their requirements from a single seller versus how many purchase from several sellers. 
D)  the number of buyers versus the number of sellers. 
E)  whether industry members are spending more or less on advertising. 
A)  the speed with which general economic conditions and interest rates are changing. 
B)  the extent to which buyers can exercise enough bargaining power to influence the conditions of sale in their favor and whether strategic partnerships between certain industry members can adversely affect other industry members. 
C)  how many buyers purchase all of their requirements from a single seller versus how many purchase from several sellers. 
D)  the number of buyers versus the number of sellers. 
E)  whether industry members are spending more or less on advertising.

Question 15

Factors that cause the rivalry among competing sellers to be weaker include:

Accepted Answer

A)  low buyer switching costs and rival sellers that are relatively equal in size and capability. 
B)  rapid growth in buyer demand and high buyer switching costs. 
C)  few industry rivals,causing any one company's actions to be easily anticipated and countered by its rivals. 
D)  low barriers to entry and weakly differentiated products among rival sellers. 
E)  slow growth in buyer demand and strongly differentiated products. 
A)  low buyer switching costs and rival sellers that are relatively equal in size and capability. 
B)  rapid growth in buyer demand and high buyer switching costs. 
C)  few industry rivals,causing any one company's actions to be easily anticipated and countered by its rivals. 
D)  low barriers to entry and weakly differentiated products among rival sellers. 
E)  slow growth in buyer demand and strongly differentiated products.

Question 16

The nature and strength of the competitive forces that prevail in an industry is generally a joint product of:

Accepted Answer

A)  competition from rival sellers. 
B)  competition from potential new entrants. 
C)  competition from producers of substitute products. 
D)  competitive pressures stemming from the bargaining power of both suppliers and buyers. 
E)  All of these. 
A)  competition from rival sellers. 
B)  competition from potential new entrants. 
C)  competition from producers of substitute products. 
D)  competitive pressures stemming from the bargaining power of both suppliers and buyers. 
E)  All of these.

Question 17

The task of driving forces analysis is to:

Accepted Answer

A)  develop a comprehensive list of all the potential causes of changing industry conditions. 
B)  predict which new driving forces will emerge next. 
C)  determine which one of the five competitive forces is the biggest driver of industry change. 
D)  identify the driving forces,assess whether their impact will make the industry more or less attractive,and determine what strategy changes are needed to prepare for the impacts of the driving forces. 
E)  learn what the industry key success factors are and how they might change in the future. 
A)  develop a comprehensive list of all the potential causes of changing industry conditions. 
B)  predict which new driving forces will emerge next. 
C)  determine which one of the five competitive forces is the biggest driver of industry change. 
D)  identify the driving forces,assess whether their impact will make the industry more or less attractive,and determine what strategy changes are needed to prepare for the impacts of the driving forces. 
E)  learn what the industry key success factors are and how they might change in the future.

Question 18

Buyer bargaining power is stronger when:

Accepted Answer

A)  winning the business of certain high-profile customers offers a seller important market exposure or prestige. 
B)  the extent and importance of collaborative partnerships and alliances between particular sellers and buyers is credible. 
C)  buyers cannot integrate backward into the product market of sellers. 
D)  sellers' products are differentiated,making it easy and inexpensive for buyers to switch to competing brands. 
E)  the industry's products are standardized or undifferentiated. 
A)  winning the business of certain high-profile customers offers a seller important market exposure or prestige. 
B)  the extent and importance of collaborative partnerships and alliances between particular sellers and buyers is credible. 
C)  buyers cannot integrate backward into the product market of sellers. 
D)  sellers' products are differentiated,making it easy and inexpensive for buyers to switch to competing brands. 
E)  the industry's products are standardized or undifferentiated.

Question 19

Which of the following can aid industries in identifying key success factors?

Accepted Answer

A)  Global distribution capabilities 
B)  Crucial product attributes and service characteristics 
C)  Low distribution costs 
D)  Accurate filling of buyer orders 
E)  Short delivery time capability 
A)  Global distribution capabilities 
B)  Crucial product attributes and service characteristics 
C)  Low distribution costs 
D)  Accurate filling of buyer orders 
E)  Short delivery time capability

Question 20

Competitive pressures stemming from the threat of entry are weaker when:

Accepted Answer

A)  the incumbents do not enjoy preferential access to distribution channels (e.g. ,securing adequate space on retailer shelves). 
B)  strong network effects exist. 
C)  the industry outlook is risky or uncertain. 
D)  incumbent firms have little ability to leverage distributors,dealers,and/or retailers to retain their business. 
E)  the nature of the industry entails few scale economies. 
A)  the incumbents do not enjoy preferential access to distribution channels (e.g. ,securing adequate space on retailer shelves). 
B)  strong network effects exist. 
C)  the industry outlook is risky or uncertain. 
D)  incumbent firms have little ability to leverage distributors,dealers,and/or retailers to retain their business. 
E)  the nature of the industry entails few scale economies.

The extent to which firms are meeting objectives (good performance)suggests they:

Thinking strategically about the industry and competitive environment involves in-depth analysis and evaluation of such consideration as:

When evaluating whether an industry's environment presents a company with an above-average profitability and an attractive business opportunity,it primarily involves:

Strategic group mapping is a visual technique for displaying:

A rival's strategic moves and countermoves are both:

The bargaining leverage of suppliers is greater when:

Typically,the weakest of the five competitive forces in an industry is/are:

Information regarding the four components of the framework for Competitor Analysis can NOT:

The competitive pressures on companies within an industry comes from those:

Which of the following is NOT a question asked to deduce a marketing-related key success factor?

Which one of the following is part of a company's macro-environment?

What are the five competitive forces that comprise the five forces model of competition?

Which one of the following is NOT a common type of driving force?

Whether buyer-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of:

Factors that cause the rivalry among competing sellers to be weaker include:

The nature and strength of the competitive forces that prevail in an industry is generally a joint product of:

The task of driving forces analysis is to:

Buyer bargaining power is stronger when:

Which of the following can aid industries in identifying key success factors?

Competitive pressures stemming from the threat of entry are weaker when:

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, and Strategy

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies: Which One to Employ

Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, corporate Social Responsibility, Environmental Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

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Exam 3: Evaluating a Companys External Environment

The extent to which firms are meeting objectives (good performance)suggests they:

Thinking strategically about the industry and competitive environment involves in-depth analysis and evaluation of such consideration as:

When evaluating whether an industry's environment presents a company with an above-average profitability and an attractive business opportunity,it primarily involves:

Strategic group mapping is a visual technique for displaying:

A rival's strategic moves and countermoves are both:

The bargaining leverage of suppliers is greater when:

Typically,the weakest of the five competitive forces in an industry is/are:

Information regarding the four components of the framework for Competitor Analysis can NOT:

The competitive pressures on companies within an industry comes from those:

Which of the following is NOT a question asked to deduce a marketing-related key success factor?

Which one of the following is part of a company's macro-environment?

What are the five competitive forces that comprise the five forces model of competition?

Which one of the following is NOT a common type of driving force?

Whether buyer-seller relationships in an industry represent a strong or weak source of competitive pressure is a function of:

Factors that cause the rivalry among competing sellers to be weaker include:

The nature and strength of the competitive forces that prevail in an industry is generally a joint product of:

The task of driving forces analysis is to:

Buyer bargaining power is stronger when:

Which of the following can aid industries in identifying key success factors?

Competitive pressures stemming from the threat of entry are weaker when:

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, and Strategy

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies: Which One to Employ

Strengthening a Companys Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, corporate Social Responsibility, Environmental Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

Filters